Exploring the effects of high-performance work systems (HPWS) on the work-related well-being of Chinese hospital employees

Zhang, Mingqiong Mike; Zhu, Cherrìe Jiuhua; Dowling, Peter J.; Bartram, Timothy

doi:10.1080/09585192.2013.775026

Cited by 137 publications

(194 citation statements)

References 45 publications

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“…It is worth noting that there is no consensus in the literature about the specific dimensions that HPWS should encompass and different studies have typically used different sets of indicators (Chaudhuri, 2009;Datta, Guthrie and Wright, 2005;Zhang et al, 2013). However, it also needs to be acknowledged that the choice of indicators was partially dictated by the data available, which was drawn from a survey of social wellbeing that covered a wide range of aspects, of which work was an important component.…”

Section: Characteristics Of Contemporary Workplace Organization and Smentioning

confidence: 99%

Work and social well-being: the impact of employment conditions on quality of life

Boreham

Povey

Tomaszewski

2015

The International Journal of Human Resource Management

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Acknowledgments:This study was funded by an Australian Research Council Linkage Grant (LP0775040), "The development and application of a conceptual and statistical framework for the measurement of nonmarket factors affecting social inequality and social wellbeing". The study was also supported by the Queensland Public Sector Union. Neither the Australian Research Council nor the Queensland Public Sector Union were involved in decision-making about the research and publication process. AbstractThis paper aims to extend our understanding of the impact of management practices and employment conditions in the contemporary workplace on the broader social realm. The study provides an analytic account of how these employment conditions impact on the social wellbeing of a representative sample of individuals and households. We assess the propensity of working arrangements that are manifested in various high performance work systems either to enhance or to diminish quality of life.The paper indicates that certain management practices and employment conditions have impacts that extend beyond the workplace and influence the broader wellbeing of individuals and families. KeywordsSocial wellbeing, employment conditions, high performance management practices, job security; quality of life 2

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Section: Characteristics Of Contemporary Workplace Organization and Smentioning

confidence: 99%

Work and social well-being: the impact of employment conditions on quality of life

Boreham

Povey

Tomaszewski

2015

The International Journal of Human Resource Management

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“…However, some studies have adopted a more 'critical' perspective, assuming that HRM is negatively related to employee well-being (see for an overview of studies Van De Voorde, Paauwe, & Van Veldhoven, 2012). What is common to these studies is that they have largely adopted one perspective within their study, without simultaneously considering the potential alternative pathway (see for exceptions Ramsay, Scholarios, & Harley, 2000;Zhang, Zhu, Dowling, & Bartram, 2013). Combining both perspectives in one study is an important step towards gaining more insight into the relationship between HRM and employee well-being.…”

Section: Introductionmentioning

confidence: 99%

HRM, climate and employee well-being: comparing an optimistic and critical perspective

Veld

Alfes

2017

The International Journal of Human Resource Management

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A growing number of studies investigating the linkage between HRM and employee well-being largely supports a positive perspective on HRM (HRM positively affects employee well-being). There is only a limited body of empirical evidence that supports a critical perspective (HRM negatively affects well-being), or combines both perspectives. The present paper contributes to an understanding of the relationship between HRM and well-being, by testing both perspectives simultaneously. Following a positive perspective, we explore how HRM may enhance employee well-being via a climate for well-being; following a more critical perspective, we explore how HRM may negatively affect employee wellbeing via a climate for efficiency. Data from a Long-Term Care organization (N = 415 employees; 52 wards), provided support for the mediating role of a climate for well-being in the relation between HRM, ward commitment and need for recovery. In addition, climate for efficiency partially mediated the relationship between HRM and ward commitment, however the direction of the mediation was different than expected. Although the results of this study support a more optimistic perspective on HRM, it is argued that organizations need to be aware of the critical pathway in order to enhance employee well-being.

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“…In what follows, we theorise, drawing upon Purcell and Hutchinson's 'causal chain' (2007), how guanxi influences perceptions of HR practice and the consequent influence on employee attitudes. This develops other Chinese studies of HPWS that are largely a-cultural (see, for example, Mao et al, 2013;Zhang, Zhu, Dowling, & Bartram, 2013) and responds to Kim et al (2010) call for HRM research of Chinese context, particularly guanxi. Our research makes an important contribution to HPWS theory, developed in a Western context, in demonstrating that culture influences the causal chain that drives employee attitudes.…”

Section: Guanxi and Hpwsmentioning

confidence: 53%

“…Trust is also emerging as an important employee attitude and has been the subject of much recent Western research (for example, Searle & Dietz, 2012). While Kim et al (2010) argue for its importance, research is again limited in the Chinese context (Zhang et al, 2013). Froese and Xiao (2012) argue that attitudinal antecedents may differ between China and the West and we contribute in exploring both the influence of guanxi and HR practice upon these two attitudes and whether HR practice mediates guanxi/attitudinal relationships.…”

Section: Employee Attitudesmentioning

confidence: 99%

“…Here we address two attitudes that are widely recognised as important, job satisfaction (Chang, Liangding, Takeuchi, & Cai, 2014;Kim et al, 2010) and trust . Job satisfaction is recognised as a key mediator between HR practice and positive organisational outcomes (Macky & Boxall, 2007) but is the subject of limited Chinese research (Mao et al, 2013;Zhang et al, 2013). Trust is also emerging as an important employee attitude and has been the subject of much recent Western research (for example, Searle & Dietz, 2012).…”

Section: Employee Attitudesmentioning

confidence: 99%

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Guanxi and high performance work systems in China: evidence from a state-owned enterprise

Xian

Atkinson

Meng-Lewis

2017

The International Journal of Human Resource Management

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Existing high performance work system (HPWS) research has rarely considered cultural influences. This study investigates the relationships between guanxi, HPWS and employee attitudes in China. A data-set consisting of 226 employees in a Chinese state-owned enterprise in the railway sector was used to test the hypotheses. Using structural equation modelling as an analytical tool, we found that guanxi was positively related to HPWS and trust. Similar to research in the Western context, HPWS was found to be positively related to trust and job satisfaction. Moreover, the results also revealed that HPWS mediated between guanxi and both trust and job satisfaction. Theoretical and practical implications are both discussed.

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Exploring the effects of high-performance work systems (HPWS) on the work-related well-being of Chinese hospital employees

Cited by 137 publications

References 45 publications

Work and social well-being: the impact of employment conditions on quality of life

Work and social well-being: the impact of employment conditions on quality of life

HRM, climate and employee well-being: comparing an optimistic and critical perspective

Guanxi and high performance work systems in China: evidence from a state-owned enterprise

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